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Property Management. Interdependence among Major Functions. Alex N. Barenblitt. CPPM, MBA. Introduction. Property Management is more than “Inventory Management” Property Management requires a Multi-Disciplinary approach – Program, Contracts, Procurement…

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Property Management


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    1. Property Management Interdependence among Major Functions Alex N. Barenblitt. CPPM, MBA

    2. Introduction • Property Management is more than “Inventory Management” • Property Management requires a Multi-Disciplinary approach – Program, Contracts, Procurement… • Property Management requires Multi-Directional communication • Property Management has a direct impact on risk and results • Asset cost and risk is second only to Staff cost

    3. Major Functions/Departments • Business Development/Proposal Development • Contracts & Subcontracts Management • Program Management • Property (Asset/Logistics) Management • Finance & Accounting • Procurement • Engineering • Facilities • Operations • Production • Quality • Compliance • Human Resources

    4. Each Function/Department has its own Role & Perspective • Each role & perspective is valid & important • Each adds value, controls risk • Each is impacted by others, none is self-contained • Each works best as the “members of an orchestra” to result in beautiful “music” * • Property Management is the “conductor” for the “Property Score” * - Rick Shultz, CPPM CF, JHU Applied Physics Lab

    5. Principal Roles (Property Perspective) • Business Development • Win Profitable Business • Contracts Management • Negotiate favorable terms • Program Management • Achieve profitable results • Achieve contract mission • Procurement of CAP • Engineering • Use of the right Property at the right place at the right time • Property Management • Effective & Efficient property control • The right property at the right place at the right time • Compliant property control • Provide guidance & direction • Finance & Accounting • Efficient & effective financial management • Accurate accounting • Procurement • Efficient & Effective • Best Value

    6. Principal Roles (Property perspective) - Continued • Facilities • Provide the right environment for operations • Operations • Effective & Efficient Planning/Scheduling • The right property at the right place at the right time • Production • Efficient and effective use of Property • Quality • Follow Established Processes • Ensure high-quality deliverables • Compliance • Ensure compliance with regulations, contract terms • Human Resources • The right people performing the work

    7. Overall Property/Asset Lifecycle(Prior to Receipt) • Opportunity identification • Business Development • Statement of Work • Requirements Analysis • GFP vs. CAP Analysis • Requested GFP listing • Procurement/CAP Sourcing • Proposal • Business Development • Contracts/Subcontracts • Program Management • Property Management • Finance & Accounting • Human Resources • Contract Negotiation • Terms & Conditions, Regulations, Reporting • Contracts Management • Program Management • Property Management • Facility Preparation • Physical site preparation • Facilities Management • Physical site preparation, build-out • Security, Receiving • Staffing (Property Custodians) • Hiring, Training • Human Resources • Site/Contract - specific procedure development • GFP Request & CAP Procurement • Program Management • Procurement Plan • Property Management • Operations Preparation • Finance & Accounting • Planning/Scheduling

    8. Property/Asset Lifecycle(Upon Receipt) • Receipt from Government • Receiving Staff • Count/Condition • Acknowledge Receipt • Execute and transmit acceptance form (e.g. DD1194, other) • Property Custodian • Mark (Tag/Label), Enter Data into Asset Database • Report receipt as appropriate • UID Registry, if applicable • Point of Storage/Use • Program Management • Receipt from Vendor (CAP) • Receiving Staff • Count/Condition • Acknowledge Receipt • Inform Procurement, Accounting • Property Custodian • Mark, Enter Data into Asset Database • All Receipts • Store or Forward to Point of Use, as required • Record location in Asset Database • Record Assignee/Property Custodian, as appropriate

    9. Property/Asset Lifecycle(During Custodianship) • Monitor Consumption • Review for Excess/Obsolete Property • Develop and Provide Reporting • Document and communicate movement, transfers (Users) • Ensure only contractually authorized use • Perform Contractor Self Assessments • Perform Inventory Audits • Use applicable method • Random Statistical Sampling, Wall-to-Wall, A-B-C, Location, etc. • Review Acquisition, Receipt records for compliance • Subcontractor Control • Survey Subcontractors • Perform Oversight Audits as appropriate

    10. Property/Asset Lifecycle(During Custodianship) - Continued • Submit requests for Transfer, as required • Program Management • Property Management • Contracts Management • Finance & Accounting • Process Loss Reports, as applicable • Program Management • Property Management • Security • Contracts Management • Finance & Accounting • Process Dispositions, as applicable • Excess/Obsolete • Program Management • Property Management • Contracts Management • Finance & Accounting

    11. Property/Asset Lifecycle(Transfer/Delivery, Contract Closeout) • Prepare Property Completion documentation • Update Asset Database • Prepare DD250’s/DD1149’s • WAWF Submittals, as applicable • Ship/Deliver • Gain Acceptance Execution • Prepare Invoices • Prepare Annual Reporting • NF 1018’s • DD1662’s, if still applicable • 100% inventory of remaining Property • PCARSS (or other) Submission • Execute Disposition Instructions • Document Disposition Completion • Submit final Relief of Stewardship • Process Contract Closeout • Property Management • Contract Management • Finance & Accounting • Facilities

    12. Communication, Teamwork is CriticalThroughout the Contract Lifecycle • All major functions/departments are key members of a Program Team • Each is impacted by all other members of the Team • Property (Assets) is second only to Staff for cost & risk • Business Systems Rule now has “teeth” • Missions cannot be met without good management of Property • Tasks cannot be performed without the right Property in the right place at the right time

    13. Final Thoughts • Effective and Efficient Property Management is more than just Inventory Management • Effective and Efficient Property Management is a lifecycle, not an event • Effective and Efficient Property Management can be a key differentiator • Effective and Efficient Property Management can be a key source for cost reduction or reduction of risk • Effective and Efficient Property Management takes good teamwork and communications among major Functions and Departments